Exploring Cross-Cultural Competence in East Asia

How could hybrid organizations and leaders improve effectiveness in order to increase the chances of success for their business organizations in East Asia? The author presents a theoretical framework and investigates the preferences and networkability in the corporate, market and living environment of expatriated managers in China and Japan.

Autorentext

Weiwei Ji is Research Fellow at the School of International Studies, Jinan University, China. He received his PhD from Ritsumeikan University, Japan. His research interests include global managers' cross-cultural leadership capacities, networking activities, preference behaviours, Chinese business expansion in Japan and international business in China.

Inhalt

1. Introduction to thesis 2. Boundary spanner choice and international assignment 3. Exploring boundary spanners' cross-cultural competence: preference, network and adjustment 4. Boundary spanner and network of Chinese firms in Japan 5. Impact of Headquarters' support on boundary spanners' competence creation 6. Working towards hybrid solutions: an joint-venture perspective 7. Creating boundary spanners' cross cultural competence through co-leadership 8. Discussion